dessler_ch8 - PARTTHREETRAININGANDDEVELOPMENT CHAPTER TEight

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PART THREE                                                            TRAINING AND DEVELOPMENT C H A P T E R T   E i g h t Training and Developing Employees 8 Lecture Outline 111
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Strategic Overview Orienting Employees The Training Process The Strategic Context of Training The Five-Step Training and Development Process Training, Learning and Motivation Motivation Principles for Trainers Analyzing Training Needs Task Analysis: Assessing New Employees’ Training  Needs Performance Analysis: Assessing Current Employees’  Training Needs Training Methods On-the-Job Training Apprenticeship Training Informal Learning Job Instruction Training Lectures Programmed Learning       Audiovisual Based Training Simulated Training Computer-Based Training Electronic Performance Support Systems (EPSS) Distance and Internet-Based Training Literacy Training Techniques Using E-Learning What is Management Development? Managerial-on-the-job Training Off-the-Job Management Training and Development  Managing Organizational Change and Development What to Change Overcoming Resistance to Change How to Lead the Change Using Organizational Development Evaluating the Training Effort Designing the Study Training Effects to Measure In Brief: This chapter is devoted to the issue of ongoing training and development of employees. Needs analysis, techniques, purposes, and evaluation are all covered. Additionally, the chapter points out the importance of new employee orientation and lists some of the important things to cover during that process. Interesting Issues: Employers are finding that a lack of ability to handle basic reading, writing and arithmetic tasks means that there is a very real need for basic skills and literacy training within the organization. Language training is often required as well, and not just for English. Many customers and stakeholders speak a variety of languages, resulting in the need for a multilingual workforce. ANNOTATED OUTLINE I. Orienting Employees Employee orientation programs provide new employees with the basic background information required to perform their jobs satisfactorily. Orientation programs today are moving away from routine discussion of company rules to emphasizing the company’s mission and the employee’s role in that mission, onboarding them early as a key member of the team. 112
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A. The Orientation Process – Employees should receive print or Internet- based employee handbooks outlining benefits, policies and safety measures. II. The Training Process A. The Strategic Context of Training – Training refers to the methods used to give new or present employees the skills they need to perform their jobs. Training today plays a key role in the performance management process,
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This note was uploaded on 07/17/2011 for the course MBA 522 taught by Professor None during the Spring '11 term at Missouri (Mizzou).

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dessler_ch8 - PARTTHREETRAININGANDDEVELOPMENT CHAPTER TEight

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